IGNOU| MANAGEMENT FUNCTIONS AND BEHAVIOUR (MS - 01)| QUESTION PAPER – (DEC - 2023)| (MP)
MANAGEMENT PROGRAMME (MP)
Term-End Examination
December, 2023
MS–01
MANAGEMENT FUNCTIONS AND BEHAVIOUR
Time: 3 Hours
Maximum Marks: 100
(Weightage: 70%)
Note: There are two Sections A and B. Attempt any
three questions from Section A. All questions carry equal marks. Section B is
compulsory and carries 40 marks.
Section—A
1. Briefly discuss the importance of interpersonal relationships in an organization and the stages of developing interpersonal relationships. Describe Johari Window Model for increasing interpersonal awareness.
2. Describe and discuss any three
types of organisational structure and their merits and demerits.
3. Discuss decision-making under
different conditions with examples.
4. Briefly discuss various
responsibilities of manager in an organization.
5. Write short notes on any
three of the following:
(a)
Management Information System (MIS)
(b)
Management by Objectives (MBO)
(c)
Effective communication
(d)
Delegation
(e)
Reference groups
Section—B
6. Read the case and answer the
questions given at the end:
Bharat
Engineering Works Limited is a major manufacturer of industrial machinery
besides other engineering products. It has enjoyed a considerable market
preference for its machinery because of limited competition. Usually there has
been more orders than what the company could supply. However, the scenario
changed quickly because of the entry of two new competitors in the field with
foreign technological collaboration. For the first time, the company faced
problems in marketing its products with the usual profit margin. Sensing the
likely problem, the Chief Executive appointed Mr. Arvind Kumar as General
Manager to direct the operations of the industrial machinery division. Mr.
Kumar had a similar assignment abroad before returning to India.
Mr.
Kumar had a discussion with the Chief Executive about the nature of the
problems being faced by the company so that he could fix his priorities. The
Chief Executive advised him to consult various heads of departments to have
first-hand information. However, he emphasised that the company lacked an
integrated planning system while members of the board of directors insisted on
introducing this in several meeting both formally and informally.
After
joining as General Manager, Mr. Kumar got briefings from the heads of all
departments. He asked them to identify the major problems and issues concerning
them. The Marketing Manager indicated that in order to achieve higher sales, he
needed more sales managers and sales professionals. His main concern was a lack
of engineering support to sales and marketing efforts. The company had adequate
engineers but they were spread under three separate engineering groups. Sales
people had no central organisation which had responsibility to provide sales
support. Therefore, some jobs were being done from outside at higher cost with
lower quality. Besides, he needed a generous budget for demonstration systems
which could be sent on a trial basis to customer to win business.
The
Production Manager complained about the old machines and equipment used in
manufacturing. Therefore, the cost of production was high but without
corresponding quality. While competitors had better equipment and machinery,
Bharat Engineering neither replaced its age-old plant nor got it reconditioned.
Therefore, to reduce costs, it was essential to automate production lines by
installing new equipment.
The
Director of Research and Development (R&D) did not have any specific
problem and therefore, did not indicate any change. However, a principal
scientist in R&D indicated one day that the Director, R&D, though very
nice in his approach, did not emphasise on short-term research projects which
could easily increase production efficiency to the extent of at least two per
cent within a very short period. Moreover, such projects did not involve any
major capital outlay.
Mr.
Kumar was convinced about the management process going on in the division and
the type of problems being faced.
Questions:
(a)
Discuss the nature and characteristics of the management process followed in
the company.
(b)
What are the real problems of the Industrial Machinery Division of the company?
(c)
What steps should be taken by Mr. Kumar to overcome these problems?
***
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